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Topics: Agile, Communications Management, Leadership
What are the anti-patterns in Sprint Planning?
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To find out anti-patterns in Sprint Planning session.
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Coming into the planning session without the product backlog being refined, not having a goal statement for the upcoming Sprint, people that should be at the meeting that aren't, focusing too much on task details, the Product Owner convinces the team to take on too much for the upcoming Sprint, the DoD is weak and misleading, etc.
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1 reply by Pench Batta
Nov 06, 2018 5:56 PM
Pench Batta
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Sante, good points! Thank you!
Network:1561



Nov 06, 2018 4:14 PM
Replying to Sante Vergini
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Coming into the planning session without the product backlog being refined, not having a goal statement for the upcoming Sprint, people that should be at the meeting that aren't, focusing too much on task details, the Product Owner convinces the team to take on too much for the upcoming Sprint, the DoD is weak and misleading, etc.
Sante, good points! Thank you!
Network:1108



I'll add two more to Sante's excellent list:

1. Missing team members. Sprint planning needs to be "all hands on deck" to ensure that there is full buy in for the sprint plan...

2. Appetite exceeding capacity. If the team ignores their ability to deliver, they will consistently take on more and leave work items not complete at the end of each sprint. A good target is ~80% of available team capacity to account for underestimation and stuff hitting the team from left field...

Kiron
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1 reply by Pench Batta
Nov 07, 2018 10:07 AM
Pench Batta
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Thank you, Kiron!
Network:1561



Nov 06, 2018 6:02 PM
Replying to Kiron Bondale
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I'll add two more to Sante's excellent list:

1. Missing team members. Sprint planning needs to be "all hands on deck" to ensure that there is full buy in for the sprint plan...

2. Appetite exceeding capacity. If the team ignores their ability to deliver, they will consistently take on more and leave work items not complete at the end of each sprint. A good target is ~80% of available team capacity to account for underestimation and stuff hitting the team from left field...

Kiron
Thank you, Kiron!
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Last-minute changes may be squeezed in by the product owner.
Incomplete user stories and tasks from previous sprint may spill over into the current sprint.
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Weak or no Definition of Ready defined.
No acceptance criteria attached to the story.
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Planning in weeks instead of planning in iterations. What I mean that sometimes people just put things into time boxes without focusing on the goal to produce an increment.
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Do not understand that is equal to plan something into any other type of environments. For example, you can follow the PMI way described into the PMBOK to plan it. Perhaps some tools and techniques will not apply but it does not matter, I am using from years to plan something into other type of environments tools and techniques not listed into the PMBOK.
Network:1108



Here's another: sizing in terms of ideal days while ignoring the team's capacity constraints.

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